“We don't have time for processes! “If you work in quality or process management, you know this sentence. And sometimes you might catch yourself thinking: “It's your own fault! You're stuck in a hamster wheel and you don't even notice it.” But that way of thinking doesn't help you. It makes your counterpart small, you tough and the chance of real change pretty low. Because the sentence is a killer phrase, yes, but above all it is a signal. And that is exactly what is worth understanding: What is the real reason for the excuse?
“No time” is a seemingly objective argument. Time is short, end of discussion. For most people, process work sounds like an additional load. Your counterpart is not interested in the fact that it saves a lot of time in the end. It is therefore better not to argue against the phrase, but to translate it. Because “no time” often actually means: no buffer, no good experience, no security, no trust. Here are the most common translations I've seen in practice — plus phrases that help you remain empathetic and still lead.
Many colleagues have experienced processes so far as:
How to react empathically without giving in:
→ “I totally understand if you don't feel like it, when the last time it was more like extra work. ”
→ “What exactly annoyed you the most back then? Workshop format, scope, outcome, rework? ”
→ “Let's start differently this time: not with the whole process, but with the point that eats up the most time. ”
Important: You don't have to prove that processes are great. You must show that your approach is different and meaningful.
Some people don't hear support in your offer, but a verdict. The natural reaction: “Does anyone want to explain to me how I should do my job? If it were more efficient, I would have done it lengthwise already! “It's not bad faith. That is protecting competence and identity. Respectfully address the elephant in the room:
→ “Does it feel like I'm trying to explain to you how to do your job? ”
→ “That is not my intention. I want to work with you to remove the friction; you are the experts for your everyday life. ”
This relieves pressure from the situation and makes collaboration possible again.
Sometimes it's very simple: People are at the ready and a stressful working day can put us in flight/fight/ or freezing mode. In this state, anything that looks like additional effort is threatening for now. Empathetic and effective is here:
→ “I see you're completely underwater right now. What would be a realistic time without you having to stay longer in the evening? ”
→ “Let's start very small. Give me 30 minutes: Where do you spend the most time in questions/rework/searches? Then let's focus on exactly one pain point. ”
That is not procrastination, that is smart connectivity.
Uncomfortable but important: Sometimes part of the problem also lies with us process people. If you act (consciously or unconsciously) as a savior in an emergency, there is an imbalance of power and this almost automatically leads to defense. Because: No one wants to be saved, everyone wants to do it themselves.
This is where it helps to reflect on, moderate and empower people to help themselves:
→ “You know everyday life. I just provide structure, methodology and help us document it properly. ”
→ “What would be a solution for you that is really practicable? I am your sparring partner, not the senior teacher. ”
This is a roll change that removes a lot of friction.
Be patient, show empathy, understand the cause of the defensive attitude and change the circumstances. What does that mean in practical terms?
Yes, BPMN can be great. But don't expect the whole organization to understand the model. When process documentation looks like science, many come out internally. Have you ever tried to model processes in tabular form and describe the individual steps in key points? This creates a kind of cheat sheet for individual work processes.
The most important rule of thumb: The Perceived benefits In everyday life, bigger than the Perceived effort. Once people have more work after the workshop, you lose — no matter how correct the result is. Therefore, ensure that the ideas come from the participants themselves and that the majority supports them. You can achieve this with regular check-ins in the workshop: “In your opinion, is this the way that makes everyday life easier for you?”
“We don't have time for processes” is a killer phrase — but also an invitation to take a closer look: What is the real reason? If you have patience, remain empathetic and design your approach in such a way that people quickly feel real benefits, the stop sign becomes a conversation again. And step by step, “no time” becomes: “Okay — let's do it in a way that really helps us. ”
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